manpower utilization
DESCRIPTION
EFFECTIVENESS IN THE UTILIZATION OF MAN POWER.TRANSCRIPT
INTRODUCTION
Manpower utilization is a business concept that describes
how effectively a business uses its manpower or employees. Businesses
commonly use the concept of manpower utilization to evaluate output in
relation to labour costs. Additionally, businesses use this concept to find
new ways to more effectively harness the output of labour.
The main tasks involved in planning the rational
utilization of manpower resources are to maintain full employment of the
able-bodied population and a balance between available manpower and
macro-economic demand for labour, and to deploy manpower efficiently.
The most general criterion for the rational deployment and efficient
utilization of manpower on a macro-economic scale is the attainment in
the planned period of optimal rates of extended reproduction and the
maximum satisfaction of society’s needs with minimal inputs of labour
and full employment of the able-bodied population.
Effective utilization of manpower has the following
advantages:
1. Reduction in cost.
2. Clarity in performing tasks.
3. Saves money as well as time.
4. Less wastage in case of resources.
5. Organizational goals can be achieved faster.
It is the duty of the manager to find the right person to do
the right work and to allocate work according to the capabilities of an
employee. Then only manpower can be utilized effectively.
M.E.S.COLLEGE, MARAMPALLY 1
Effectiveness in manpower utilization helps the employees to find the
opportunities and to perform accordingly. Thus effective utilization of
manpower in the organization leads to easier achievement of the
organizational goals.
This project work makes an effort to analyze the
effectiveness in the utilization of manpower in Alampally Brothers
Ltd, N.A.D.
M.E.S.COLLEGE, MARAMPALLY 2
1.1 STATEMENT OF THE PROBLEM
Alampally Brothers Ltd is a closely held Public Limited
Company which caters the need of L.P.G cylinders for the public
sector oil corporations such as Indian Oil Corporation Ltd, Hindustan
Petroleum Corporation Ltd and Bharat Petroleum Corporation Ltd. There
exists an imbalance between the organization’s capacity and performance
of employees. i.e., manpower in the organization has not being utilizing
effectively. This study is conducted with a view to analyze the
effectiveness in the utilization of manpower in the organization.
1.2 SCOPE OF THE STUDY
The study titled ‘Effectiveness in the Utilization of Manpower’ is
conducted in ALAMPALLY BROTHERS Ltd., N.A.D. This topic was
selected with a view to estimate the role of manpower in achieving
organizational objectives. Organization will be able to recognize the
reasons behind poor performance of employees and can adopt measures
to improve them. Thus organization can achieve its goals by satisfying
various needs of the employees. By the effective functioning of the
organization, society will also get its benefits.
M.E.S.COLLEGE, MARAMPALLY 3
1.3 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
To understand the effectiveness in the utilization of manpower
in Alampally Brothers Ltd.
SECONDARY OBJECTIVES
To know whether the employees are satisfied with their job or
not.
To find out the impact of under utilization of manpower.
To find out the reasons for under utilization of manpower.
To suggest solutions for under utilization of manpower.
M.E.S.COLLEGE, MARAMPALLY 4
1.4 REVIEW OF LITERATURE
Human resource management
Human resource management is the management of an
organization's human resources. It is responsible for the attraction,
selection, training, assessment, and rewarding of employees, while also
overseeing organizational leadership and culture, and ensuring
compliance with employment and labour laws In circumstances where
employees desire and are legally authorized to hold a collective
bargaining agreement, HR will typically also serve as the company's
primary liaison with the employees' representatives (usually a labour
union).
HR is a product of the human relations movement of the
early 20th century, when researchers began documenting ways of creating
business value through the strategic management of the workforce. The
function was initially dominated by transactional work such as payroll
and benefits administration, but due to globalization, company
consolidation, technological advancement, and further research, HR now
focuses on strategic initiatives like mergers and acquisitions, talent
management, succession planning, industrial and labor relations, and
diversity and inclusion.
Whereas in startup companies HR's duties may be
performed by a handful of trained professionals or even by non-HR
personnel, larger companies typically house an entire functional group
M.E.S.COLLEGE, MARAMPALLY 5
dedicated to the discipline, with staff specializing in various HR tasks and
functional leadership engaging in strategic decision making across the
business. To train practitioners for the profession, institutions of higher
education, professional associations, and companies themselves have
created programs of study dedicated explicitly to the duties of the
function. Academic and practitioner organizations likewise seek to
engage and further the field of HR, as evidenced by several field-specific
publications.
History
Antecedent theoretical developments
HR spawned from the human relations movement, which
began in the early 20th century due to work by Frederick Taylor in lean
manufacturing. Taylor explored what he termed "scientific management"
(later referred to by others as "Taylorism"), striving to improve economic
efficiency in manufacturing jobs. He eventually keyed in on one of the
principal inputs into the manufacturing process—labour—sparking
inquiry into workforce productivity.
The movement was formalized following the research of
Elton Mayo, whose Hawthorne studies serendipitously documented how
stimuli unrelated to financial compensation and working conditions—
attention and engagement—yielded more productive workers.
Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber,
Frederick Herzberg, and David McClelland formed the basis for studies
M.E.S.COLLEGE, MARAMPALLY 6
in organizational behavior and organizational theory, giving room for an
applied discipline.
Birth and evolution of the discipline
By the time enough theoretical evidence existed to make
a business case for strategic workforce management, changes in the
business landscape (Andrew Carnegie, John Rockefeller) and in public
policy (Sidney and Beatrice Webb, Franklin D. Roosevelt and the New
Deal) had transformed the employer-employee relationship, and the
discipline was formalized as "industrial and labor relations". In 1913, one
of the oldest known professional HR associations—the Chartered
Institute of Personnel and Development—was founded in England as the
Welfare Workers' Association, then changed its name a decade later to
the Institute of Industrial Welfare Workers, and again the next decade to
Institute of Labour Management before settling upon its current name.
Likewise in the United States, the world's first institution of higher
education dedicated to workplace studies—the School of Industrial and
Labor Relations—was formed at Cornell University in 1945.
During the latter half of the 20th century, union
membership declined significantly, while workforce management
continued to expand its influence within organizations. "Industrial and
labor relations" began being used to refer specifically to issues
concerning collective representation, and many companies began
referring to the profession as "personnel administration". In 1948, what
would later become the largest professional HR association—the Society
M.E.S.COLLEGE, MARAMPALLY 7
for Human Resource Management (SHRM)—was founded as the
American Society for Personnel Administration (ASPA).
Nearing the 21st century advances in transportation and
communications greatly facilitated workforce mobility and collaboration.
Corporations began viewing employees as assets rather than as cogs in
machine. "Human resources management", consequently, became the
dominant term for the function—the ASPA even changing its name to
SHRM in 1998. "Human capital management" is sometimes used
synonymously with HR, although human capital typically refers to a
more narrow view of human resources; i.e., the knowledge the
individuals embody and can contribute to an organization. Likewise,
other terms sometimes used to describe the field include "organizational
management", "manpower management", "talent management", and
simply "people management".
Practice
Business function
HR's overarching mission has been compartmentalized
by industry expert Dave Ulrich as four-fold: (1) aligning HR and business
strategy (strategic partner), (2) re-engineering organization processes
(administration expert), (3) listening and responding to employees
(employee champion), and (4) managing transformation and change
(change agent). In practice, HR is responsible for employee experience
during the entire employment lifecycle. It is first charged with attracting
M.E.S.COLLEGE, MARAMPALLY 8
the right employees through employer branding. It then must select the
right employees through the recruitment process. HR then onboard new
hires and oversees their training and development during their tenure with
the organization. HR assesses talent through use of performance
appraisals and then rewards them accordingly. In fulfillment of the latter,
HR may sometimes administer payroll and employee benefits, although
such activities are more and more being outsourced, with HR playing a
more strategic role.
At the macro-level, HR is in charge of overseeing
organizational leadership and culture. HR also ensures compliance with
employment and labor laws, which differ by geography, and often
oversees health, safety, and security. In circumstances where employees
desire and are legally authorized to hold a collective bargaining
agreement, HR will typically also serve as the company's primary liaison
with the employees' representatives (usually a labor union).
Consequently, HR, usually through industry representatives, engages in
lobbying efforts with governmental agencies (e.g., in the United States,
the United States Department of Labor and the National Labor Relations
Board) to further its priorities.
The discipline may also engage in mobility management,
especially pertaining to expatriates; and it is frequently involved in the
merger and acquisition process. HR is generally viewed as a support
function to the business, helping to minimize costs and reduce risk.
M.E.S.COLLEGE, MARAMPALLY 9
IMPORTANCE OF HUMAN RESOURCE
MANAGEMENT
The Evolving Business Paradigm
One of the factors behind organizations
giving a lot of attention to their people is the nature of the firms in the
current business environment. Given the fact that there has been a steady
movement towards an economy based on services, it becomes important
for firms engaged in the service sector to keep their employees motivated
and productive. Even in the manufacturing and the traditional sectors, the
need to remain competitive has meant that firms in these sectors deploy
strategies that make effective use of their resources. This changed
business landscape has come about as a result of a paradigm shift in the
way businesses and firms view their employees as more than just
resources and instead adopt a “people first” approach.
Strategic Management and HRM
As discussed in the articles on modern day HRM
practices, there is a need to align organizational goals with that of the HR
strategy to ensure that there is alignment of the people policies with that
of the management objectives. This means that the HR department can no
M.E.S.COLLEGE, MARAMPALLY 10
longer be viewed as an appendage of the firm but instead is a vital organ
in ensuring organizational success. The aims of strategic management are
to provide the organization with a sense of direction and a feeling of
purpose. The day when the HR manager was concerned with
administrative duties is over and the current HRM practices in many
industries are taken as seriously as say, the marketing and production
functions.
Importance of HRM for Organizational Success
The practice of HRM must be viewed through the prism of
overall strategic goals for the organization instead of a standalone tint that
takes a unit based or a micro approach. The idea here is to adopt a holistic
perspective towards HRM that ensures that there are no piecemeal
strategies and the HRM policy enmeshes itself fully with those of the
organizational goals. For instance, if the training needs of the employees
are simply met with perfunctory trainings on omnibus topics, the firm
stands to lose not only from the time that the employees spend in training
but also a loss of direction. Hence, the organization that takes its HRM
policies seriously will ensure that training is based on focused and topical
methods.
In conclusion, the practice of HRM needs to be
integrated with the overall strategy to ensure effective use of people and
provide better returns to the organizations in terms of ROI (Return on
Investment) for every rupee or dollar spent on them. Unless the HRM
practice is designed in this way, the firms stand to lose from not utilizing
M.E.S.COLLEGE, MARAMPALLY 11
people fully. And this does not bode well for the success of the organization.
DEFINITION AND IMPORTANCE OF MANPOWER
PLANNING
Planning is nothing but using the available assets for the
effective implementation of the production plans. After the preparing the
plans, people are grouped together to achieve organizational objectives.
Planning is concerned with coordinating, motivating and
controlling of the various activities within the organization. Time
required for acquiring the material, capital and machinery should be taken
into account. Manager has to reasonably predict future events and plan
out the production. The basic purpose of the management is to increase
the production, so that the profit margin can be increased. Manager has to
guess the future business and to take timely and correct decisions in
respect of company objectives, policies and cost performances. The plans
need to be supported by all the members of the organization. Planning is
making a decision in advance what is to be done. It is the willpower of
course of action to achieve the desired results. It is a kind of future
picture where events are sketched. It can be defined as a mental process
M.E.S.COLLEGE, MARAMPALLY 12
requiring the use of intellectual faculty, imagination, foresight and sound
judgment.
It involves problem solving and decision making.
Management has to prepare for short term strategy and measure the
achievements, while the long term plans are prepared to develop the
better and new products, services, expansion to keep the interest of the
owners.
ADVANTAGES OF MANPOWER PLANNING
Manpower planning ensures optimum use of available human resources.
1. It is useful both for organization and nation.
2. It generates facilities to educate people in the organization.
3. It brings about fast economic developments.
4. It boosts the geographical mobility of labor.
5. It provides smooth working even after expansion of the organization.
6. It opens possibility for workers for future promotions, thus providing incentive.
7. It creates healthy atmosphere of encouragement and motivation in the organization.
8. Training becomes effective.
9. It provides help for career development of the employees.
M.E.S.COLLEGE, MARAMPALLY 13
STEPS IN MANPOWER PLANNING
1. Predict manpower plans
2. Design job description and the job requirements
3. Find adequate sources of recruitment.
4. Give boost to youngsters by appointment to higher posts.
5. Best motivation for internal promotion.
6. Look after the expected losses due to retirement, transfer and other issues.
7. See for replacement due to accident, death, dismissals and promotion.
FACTORS WHICH AFFECTS MANPOWER PLANNING
1. Inheritance: Persons from good collection are bound to work
professionally. The quality and rate of physical as well as mental
development, which is dissimilar in case of different individuals is the
result of genetic differences.
2. Climate: Climatic location has a definite effect on the efficiency of the
workers.
3. Health of worker: worker’s physical condition plays a very important
part in performing the work. Good health means the sound mind, in the
sound body.
4. General and technical education: education provides a definite impact
n the working ability and efficiency of the worker.
M.E.S.COLLEGE, MARAMPALLY 14
5. Personal qualities: persons with dissimilar personal qualities bound to
have definite differences in their behavior and methods of working. The
personal qualities influence the quality of work.
6. Wages: proper wages guarantees certain reasons in standard of living,
such as cheerfulness, discipline etc. and keep workers satisfy. This
provides incentive to work.
7. Hours of work: long and tiring hours of work exercise have bad effect
on the competence of the workers.
DOWNSIZING OF MANPOWER
Downsizing of manpower gives the correct picture about
the number of people to be employed to complete given task in the
predetermined period. It is used for achieving fundamental growth in the
concern. It can work out the correct price by the resource building or
capacity building. It aims at correct place, correct man on a correct job.
Thus manpower planning is must to make the optimum
utilization of the greatest resource available i.e. manpower for the success
of any organization.
MANPOWER UTILIZATION At the present stage, manpower is becoming a
limiting factor in economic growth and, therefore, rational manpower
M.E.S.COLLEGE, MARAMPALLY 15
utilization and higher labour productivity is becoming increasingly
important. The next 15-20 years will be marked by a progressively
smaller increase in the size of the work force. An absolute fall in
natural growth of manpower is expected to begin in the 1980s.
The sources contributing to the total growth in the
working population are undergoing considerable change. Formerly, a
growth in the number of factory and office workers was ensured by,
firstly, natural population growth, and the transfer of manpower from
some sectors into others, and, secondly, as a result of drawing into social
production able-bodied persons previously engaged in family households.
In 1966-1970, this latter source accounted for 25 per cent of the total
growth in manpower, and only 1.5 per cent in 1971-1975. In the Ninth
Five-Year Plan period, therefore, macro-economic demand for additional
labour was in the main satisfied by the natural growth in the able-bodied
population.
Considerable changes are taking place as regards the
professional qualifications and levels of skill of the labour force. The
sphere in which semi- and unskilled labour is used is dwindling as a
result of the mechanization and automation of labour-intensive and
auxiliary work, and thus making it necessary to transfer workers from
some sectors to others and to retrain workers. The inter-sectoral
redeployment of the labour force is on the increase, and the retraining of
workers is taking place on a larger scale. Under conditions of labour
shortage, manpower must be distributed among the different spheres and
sectors in such a way as to ensure a forced rate of growth in the most
M.E.S.COLLEGE, MARAMPALLY 16
progressive sectors and very high growth rates in the social productivity
of labour.
The redistribution of manpower has an important role to
play. One of the important tasks facing the economy at the present stage
is the economic exploitation of the extremely rich regions in the north and
east of the Soviet Union. Solving this problem depends to a great extent
on providing these regions with a labour force. In this connection, the
plans contain measures for the migration of workers to the eastern and
northern regions and for material incentive schemes that will encourage
an inflow of people who will settle in these regions.
The compilation of the manpower utilization plan is
preceded by two basic stages—an analysis of labour reserves in the pre-
planned period and a forecast of manpower resources and their
employment. The analysis, the forecast and planning calculations are all
stages in one process, which will result in finding the best variant for the
deployment and utilization of manpower.
CONDUCTING MANPOWER UTILIZATION STUDY
Businesses sometimes commission a manpower
utilization study to determine the percentage of their workforce that is
being utilized effectively. A company can generate a manpower
utilization study internally or hire an outside company to conduct the
Study. Businesses use the results of the study to determine wages,
technology purchases and ongoing efforts to modernize production lines.
M.E.S.COLLEGE, MARAMPALLY 17
Important Factors in Planning
When a company evaluates its manpower
utilization, there are key factors that it must take into account. These
include the prevalence of absenteeism, the level of education and skilled
labor within the organization and any overtime paid or required by
management. Once upper management understands these factors in
combination with the manpower utilization study, the business can look
for places to improve the way it uses its workforce.
The Role of Technology
Technology plays a vital role in manpower utilization and
often becomes a less expensive alternative to investing in manpower for
an organization. But technology also allows the business to more
effectively evaluate the levels of utilization within the company by
compiling and updating information about employees. This can take the
form of a general company database or some other means of tracking
individual employees' output on a regular basis. It is then up to the upper
management to make decisions about how to act on the utilization
information.
Why Manpower Utilization is Important
In business, the employees are an important
contributing factor to the organization and also one of the most expensive
M.E.S.COLLEGE, MARAMPALLY 18
contributing factors. Not only does a company pay wages to its
employees, but it typically invests in employees by paying for their
training and benefits, such as health and life insurance and retirement
accounts. Thus, for a company to maximize its chances of success, it
needs not only to understand its manpower utilization but also to work
toward achieving optimal use of its workforce
1.5 LIMITATIONS OF THE STUDY
Major limitations of the study are the following:
1. Poor response rate from the side of employees.
2. Number of respondents was low. This will affect the accuracy of
the study.
3. Time factor was a severe problem since the time allowed for the
project was insufficient to collect maximum data.
4. Cost factor is a major constraint.
5. Responses are not fully reliable. The mentality of the respondents
while filling questionnaire will affect the replies given by them.
M.E.S.COLLEGE, MARAMPALLY 19
INDUSTRY PROFILE
Liquefied petroleum gas (LPG) is a class of petroleum
products produced from natural gas or as a by-product from refined crude
oil. Types of LPG available in the United States and elsewhere are
commercial grade propane, butane, butane-propane mixed, andHD-5
propane for engine fuel).
This profile describes two plants, operating with three
shifts for 52 weeks per year. The smaller has an annual manufacturing
capacity of 2,220,000 barrels; the larger has an annual capacity of
4,440,000 barrels. The methods of LPG recovery fall into four general
classifications:
(1) absorption, (2) absorption plus turbo-expander, (3)
adsorption, and (4) compression. Absorption uses liquid such as
M.E.S.COLLEGE, MARAMPALLY 20
naphtha or kerosene to recover LPG from gas. The rate of recovery
can be increased by reducing the temperature. As a result, oil
absorption plants often use refrigeration in the process.
LPG is distilled from the absorption oil by heating the oil. It
is possible to recover virtually 100 percent of the propane and
butane by maintaining a temperature of -40[degrees]C and by controlling
the oil rate. The recovered LPG is fractionated into separate
components such as propane and butane and must be further
purified to remove hydrogen sulfide, organic sulfur compounds,
and water in order to meet specifications.
Absorption is used in both lean recovery (recovery of gases low
in LPG content, such as propane) and heavier recovery. An oil
absorption plant is relatively easy to operate and maintain, but
it requires more energy than the turbo-expander process.
The turbo-expander process recovers propane and butane by a
combination of compression and refrigeration, followed by expansion
of the gas through a turbine. When the gas expands, it cools
to about -100[degrees]C. The turbo-expander process is used when it is
desirable to recover ethane. The process requires less energy but
more skill to maintain and operate than the absorption process.
GENARAL EVALUATION
The success of this industry depends to a great extent on
the availability of natural gas. Marketwise, the sales potential for LPG
should be good, particularly in areas or homes where natural gas by direct
pipeline or other cheaper fuels are not available locally. The fixed capital
M.E.S.COLLEGE, MARAMPALLY 21
requirements are fairly moderate in comparison with the annual estimated
profits, and only one skilled worker is needed.
1. ECONOMIC
The economics is good if the natural gas from which
much of LPG is manufactured is higher in the components of LPG.
However, available natural gas is becoming leaner in ethane and heavier
products. Rich gas is defined as containing more than 5.0 gallons of LPG
components plus/1000 cu. ft. per day of produced gas.
2. TECHNICAL
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These Profiles provide basic information for starting manufacturing
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plant description, financial, and technical factors for their
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are listed only for machinery and equipment costs, and are
primarily based on equipment in the United States. The price does
not include shipping costs or import-export taxes, which must be
considered and will vary greatly from country to country. No other
investment costs are included (such as land value, building rental,
labor, etc.) as those prices also vary.
The series is intended to be useful in determining whether the
industries described warrant further inquiry either to rule out or
to decide upon investment. The underlying assumption of these
Profiles is that the individual making use of them already has some
M.E.S.COLLEGE, MARAMPALLY 22
knowledge and experience in industrial development.
These profiles should not be substituted for feasibility studies.
Before an investment is made in a plant, a feasibility study should
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COMPANY PROFILE
Alampally Brothers Ltd is a closely held Public Limited
Company controlled presently by Mezhukattil group to cater the need of
L.P.G cylinders for the public sector oil corporations such as Indian Oil
Corporation Ltd, Hindustan Petroleum Corporation Ltd and Bharat
Petroleum Corporation Ltd. Besides manufacturing L.P.G cylinders, the
company also undertakes reconditioning of old L.P.G cylinders from
IOCL, BPCL and HPCL. Fresh orders from IOC are also expected
shortly. Kerala has got a demand of nearly more than 20 lakh cylinders
for the year2010-2011.
The company owns heavy duty vehicles for the smooth
delivery of cylinders to various LPG bottling plants in Kerala.
M/S Alampally Brothers Limited registered under the
companies Act 1956 is presently owned by Mezhukattil Group of Family.
M.E.S.COLLEGE, MARAMPALLY 23
Mr. M.B. KOYAKUTTY is the Managing.Director and Mrs. Fathima
Koyakkutty and Mr.T.I.Sulfikkar are the directors of the Company.
Mr.Koyakkutty has other business interests in manufacturing roasted
coconut oil, running hospitals etc. The company has been recently
awarded ISO Certificate ISO9001: 2008 for manufacturing and supplying
of L.P.G cylinders.
The company has commissioned its manufacturing unit
in the year 1985. The necessary statutory approvals and licenses have
been obtained from Bureau of Indian Standards and Chief Controller of
Explosives, Nagpur. The production of gas containers is based on the
levels of off take by Oil Corporations. So far the company has produced
and supplied more than 10 lakhs gas cylinders to Oil corporations. During
the financial year 2009-2010 the production was 1.5 lakh gas cylinders
and the company’s turnover was Rs.150 millions including hot repair of
cylinders.
The power connection is High Tension category with a
permitted maximum demand of 250 KVA. A Diesel Generator set
of 250 KVA is commissioned as standby arrangement in case of power
failures. The water requirement of the company is met by a Borwell and
an open well is available in the premises of the company.
The family of Mezhukattil is a well known industrialist
and business group in Kerala. Besides manufacturing industry they have
interest in plantation, trading, real-estate etc. At present Mezhukattil
family has promoted M/S Alampally Brothers Limited, to manufacture
Liquefied Petroleum Gas containers for the Government owned oil
M.E.S.COLLEGE, MARAMPALLY 24
corporations. The company has its office and manufacturing plant at
Manalimukku, Naval Armament Dept P.O., Aluva 683 563. Ernakulum
District, Kerala located in a 3 acre plot. The built up area of the factory
building is more than 2000 sq.meters.
Financial Status
The company’s capital fund from the Shareholders is
Rs. 150 lakhs. Financial assistance to the tune of Rs.600 lakhs obtained as
short and long term assistance from Directors. The company has got a
current account with State Bank Of India Aluva, Kotak Mahindra Bank
and Indus Ind Bank for its day to day operations. The company’s
investment in the firm gross fixed assets amounts to Rs.300 lakhs.
The Expansion and Diversification
The manufacturing facility is being strengthened and
improved by adding advanced technological system and equipments. One
new oil fired continuous furnace is being installed. MIG welding system
is being introduced to replace manual arc welding. With installation of
the above equipments the company will not have any difficulty to
increase the output into 3, 00,000 cylinders per annum. The company has
commenced production of 14.2 kgs cylinders for parallel marketers
L.P.G.
The Management and Personnel
The company is backed by a strong team of professionals
with managerial expertise. The company is managed by the Managing
Director Mr.M.B. KOYAKUTTY. Mr.T.I.Sulfikkar is the whole time
M.E.S.COLLEGE, MARAMPALLY 25
Director, who looks after the day to day affairs of the company.
Commercial functions, Finance and Administration are controlled by the
General Manager. The manufacturing plant is headed by the Plant
Manager. A team of qualified experienced and technicians form the
Middle Management and Supervisory staff. The Labour strength is
around 200 workmen, who are well educated, trained and experienced in
handling custom built machines and equipments.
Products Liquefied Petroleum Gas (L.P.G.) is a mixture of hydrocarbon
gases used as a fuel in heating vehicles and increasingly replacing
chlorofluorocarbon as an aerosol propellant and a refrigerant to reduce
damage to the ozone layer.
Varieties of L.P.G. bought and sold include mixes that are primarily
propane, mixes that are primarily butane, and the more common, mixes
including both propane (60%) and butane (40%),depending on the season
–in winter more propane ,in summer more butane . A powerful odorant,
ethanethiol, is added so that leaks can be detected easily. The
international standard is EN 589.L.P.G.is manufactured during the
refining of crude oil or extracted from oil or gas streams as they emerge
from the ground.
At normal temperature and pressure, L.P.G. will evaporate.
Because of this L.P.G. is supplied in pressurized steel bottles. In order to
allow for thermal expansion of the contained liquid, these bottle are not
filled completely, typically, they are filled to between80% and 85% of
M.E.S.COLLEGE, MARAMPALLY 26
their capacity. The ratio between the volumes of the vaporized gas and
the liquefied gas varies depending on composition, pressure and
temperature but is typically around 250:1. The pressure at which L.P.G.
becomes liquid called its vapor pressure, likewise varies depending on
composition and temperature; for example it is
approximately 220kilopascals (2.2 bar) for pure butane at 20*c (68*f) and
approximately 2.2 megapascals (22bar) for pure propane at 55*c
(131*f).L.P.G. is heavier than air, and thus will flow along floors and
tend to settle in low spots, such as basements.
According to the 2001 census in India, 17.5% of India
households or 33.6 million Indian households used L.P.G as cooking fuel
in 2001.76.64% of such households were from urban India making
up 48%of urban Indian households as compared to a usage of 5.7%only
in rural Indian households .L.P.G is subsidized by the Government of
India. Increase in L.P.G pieces has been a politically sensitive matter in
India as it potentially affects the urban middle class voting pattern.
Careers
Recruitment of Workers and Staff
This is the process of finding out qualified and skilled people and
encouraging them to apply for work with the firm. The recruitment is by
local advertising and through employment exchange. This method is
followed to recruit skilled workers and higher staff.
Training
Training may be defined as an organizationally planned effort to
M.E.S.COLLEGE, MARAMPALLY 27
change attitude of workers /staff so they can perform jobs an acceptable
quality. Training is given to the ordinary workers to make them as skilled
workers .Skilled workers and supervisors give necessary directions to
them.
Promotional Possibilities
Promotion is given to them, when an employee moves to a
position higher that former one. Promotion is generally based on the
seniority and skills. Motivation to workers and technical staffs are given
by the way or incentives and cash awards.
The company is in an expansion stage and need a lot of technical, skilled
and unskilled work force. There is right opening for the right people who
can reach to the top managerial positions within a short span of time.
Staffs are paid monthly and overtime work done by them is
given compensatory holidays. Bonus is given to all employees once in a
year.
M.E.S.COLLEGE, MARAMPALLY 28
RESEARCH METHODOLOGY
Research methodology refers to ‘the procedures by which
researchers go about their work of describing, explaining and predicting
phenomena.’ It starts with the approaches to identify a research problem,
define the same, plan and design a research design, executes the same and
concludes with the review of reported findings.
TITLE
“EFFECTIVENESS IN THE UTILIZATION OF MANPOWER IN ALAMPALLY BROTHERS LTD, N.A.D”
PROBLEM DEFINITION
M.E.S.COLLEGE, MARAMPALLY 29
The main asset of an organization is its manpower.
Organizational objectives are achieved through the constant effort of its
employees. So manpower utilization is very crucial in every organization
in case of its success. If the manpower is weak in an organization, it will
result in under performance.
SAMPLING
To overcome the difficulties of complete enumeration, a
part or fraction is selected from the population, which is called a sample
and the process of such selection is called sampling. The theory of
sampling is based on the logic of particular to general and hence all
results will have to be expressed in terms of probability.
Sampling can be classified into two. They are:
Probability Sampling
Non Probability Sampling
PROBABILITY SAMPLING
The probability samples are resulting from a
process of random selection, whereby each member of a universe has a
known chance of being selected for the sample. Chances of bias will be
less.
Probability sampling methods are the following:
Simple Random Sampling
Systematic Sampling
Stratified Random Sampling
M.E.S.COLLEGE, MARAMPALLY 30
Cluster Sampling
NON PROBABILITY SAMPLING
Non probability sampling methods involve less
statistical measures as compared to the random sampling methods. This
method is featured by more injunctions of personal considerations and
judgment of the investigator.
Non probability sampling is classified into three. They are as follows:
Judgment Sampling
Quota Sampling
Convenience sampling
SAMPLE SIZE
The number of items to be included in the sample space is known as sample size.
The sample size is 50 employees of Alampally Brothers Ltd, N.A.D.
TYPE OF SAMPLING USED
The sampling method which is used for the study is
systematic sampling. It can be done where a complete list of population is
available. Here, a sampling interval is fixed by dividing the size of the
universe by the desired sample size. Then the sample can be selected
based on that number within the population list.
For doing systematic sampling, role list of employees
was taken. Then an interval of 4 is fixed and employees were selected
M.E.S.COLLEGE, MARAMPALLY 31
accordingly. Questionnaire is distributed among selected employees and
they were asked to return it after entering correct details.
DATA COLLECTION
The information for the research can be collected from
the two categories they are primary data and secondary data.
PRIMARY DATA
Primary data refers to the first hand information that
an investigator himself collects from the respondents. It is direct and
original in nature.
For the study, primary data was collected from the
individual respondents forming part of the sample and their responses
were noted down.
SECONDARY DATA
Secondary data is the information collected from those
data which have already been obtained by some other researchers.
Secondary data required for the study was collected
mainly from internet and some other related books.
TOOLS FOR DATA COLLECTION
Questionnaire was used as main tool for collecting primary data.
M.E.S.COLLEGE, MARAMPALLY 32
DATA ANALYSIS
Primary data collected are tabulated and then converted
into percentages. Then pie diagrams are drawn, analyzed and finally
interpretation is made.
LIMITATIONS OF THE STUDY
The following are some of the limitations found in the study:
1. Due to the various limitations in various constraints such as finance
and time, the study could not be completed in a full-fledged
manner.
2. From the strength of 200 employees, a sample size of 50
employees have been chosen, it may not represent universally.
3. Any wrong information given by the employees will affect the
accuracy of the study.
4. Responses given by employees may not be honest ones. The
mentality of the employees while answering questionnaire may be
different from that of correct one.
M.E.S.COLLEGE, MARAMPALLY 33
DATA ANALYSIS INTERPRETATION
This deals with the analysis and interpretation of data
collected through survey. The survey is conducted in Alampally Brothers
Ltd, N.A.D. The total number of respondents is 50. The details of
analysis are given below.
1. Do you work overtime when it is essential?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 31 62
NO 19 38
M.E.S.COLLEGE, MARAMPALLY 34
OVERTIME WORK
62%
38%
YESNO
From the above diagram, it is clear that 62% of the employees work overtime when it is essential and rest 38% of the employees do not work even if it is essential.
2. Are you satisfied with your job in the organization?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 35 70
NO 15 30
M.E.S.COLLEGE, MARAMPALLY 35
JOB SATISFACTION
70%
30%
YESNO
70% of the employees are satisfied with their job in the organization and 30% of the employees are not satisfied with their work.
3. Do you think that your educational qualification truly fits your job?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 30 60
NO 20 40
M.E.S.COLLEGE, MARAMPALLY 36
EDUCATIONAL QUALIFICATION
60%
40%
YESNO
60% of the employees think that their educational qualification match with their job and rest 40% of the employees believe that their qualification do not match with the job.
4. Whether your organization conducts any kind of training programs to improve your performance?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 32 64
NO 18 36
M.E.S.COLLEGE, MARAMPALLY 37
TRAINING PROGRAMS
64%
36%
YESNO
64% of the employees said that organization conduct training programs to improve their performance and 36% of the employees said no to the question about training programs.
5. If yes, are you satisfied with those programs?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 23 46
NO 27 54
M.E.S.COLLEGE, MARAMPALLY 38
SATISFACTION WITH TRAINING
46%
54%
YESNO
Only 46% of the employees are satisfied with the training programs conducted by the organization and rest 54% of the workers are not satisfied with those training programs.
6. Do you think that your potentials are fully being utilized by the organization?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 21 42
NO 29 58
M.E.S.COLLEGE, MARAMPALLY 39
POTENTIAL UTILIZATION
42%
58%
YESNO
Only 42% of the employees said that their potentials are fully utilized by the organization and 58% of the employees potentials are not completely utilized by the organization.
7. Does your performance reach up to the expectations of your superior?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 15 43
NO 35 57
M.E.S.COLLEGE, MARAMPALLY 40
PERFORMANCE LEVEL
43%
57%
YESNO
About 57% of the employees said that their performance do not meet with superior’s expectations and 43% of the employees performance reach up to the expectations of superior.
8. Whether your organization has manpower planning?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 28 56
NO 22 44
M.E.S.COLLEGE, MARAMPALLY 41
MANPOWER PLANNING
56%
44% YESNO
56% of the employees said that organization has manpower planning and rest 44% contradicts this fact.
9. Whether your organization has positive working atmosphere?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 32 64
NO 18 36
M.E.S.COLLEGE, MARAMPALLY 42
WORKING ATMOSPHERE
64%
36%
YESNO
64% of the employees said that organization has positive working environment and 36% of the employees said that there is no positive working environment in the organization.
10. Have you ever feel that your work load is beyond bearable?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 11 22
M.E.S.COLLEGE, MARAMPALLY 43
NO 39 78
WORK LOAD
22%
78%
YESNO
22% of the employees views that their work load is beyond bearable and 78% of the employees do not think so.
11. Are you being constantly scolded by your superior for not completing work in time?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 20 40
M.E.S.COLLEGE, MARAMPALLY 44
NO 30 60
CONSTANT SCOLDING
40%
60%
YESNO
40% of the employees are getting continuous scolding from their superior for not finishing work in time and rest 60% does not have such problems.
12. Do you think that time allotted to close up a task is enough or not?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES 29 58
M.E.S.COLLEGE, MARAMPALLY 45
NO 21 42
58% of the employees think that time allotted to finish a task is enough and 42% of the employees’ views that time allotted to complete a task is not enough.
13. Whether your personal problems ever hinder your performance?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
M.E.S.COLLEGE, MARAMPALLY
TIME ALLOCATION
58%
42%
YESNO
46
YES 22 44
NO 28 56
44% of the employees’ performances are affected by their personal problems and 56% of the employees’ performances are not affected by personal problems.
14. Does your organization have employee counseling?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
YES - -
M.E.S.COLLEGE, MARAMPALLY
PERSONAL PROBLEM AND PERFORMANCE
44%
56%
YESNO
47
NO 50 100
EMPLOYEE CONSELLING
100%
NO
Every employees under the survey said that there is no employee counseling in the organization.
15. Whether the interval provided by the company is sufficient or not?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
M.E.S.COLLEGE, MARAMPALLY 48
YES 26 52
NO 24 48
INTERVAL
52%48% YES
NO
52% of the employees answered that interval provided by the organization is sufficient and rest 48% of the employees viewed that interval is not enough for relaxation
16. Are you satisfied with superior’s guidance?
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
M.E.S.COLLEGE, MARAMPALLY 49
YES 37 74
NO 13 26
74% of the workers are satisfied with superior’s guidance and 26% of the workers are not completely satisfied with superior’s guidance.
17. Does your company have good grievance settlement system?
RESPONSE NO: OF % OF
M.E.S.COLLEGE, MARAMPALLY 50
RESPONDENTS RESPONDENTS
YES 32 64
NO 18 36
64% of the employees stated that organization has a good grievance settlement system. On the other hand 36% of the employees said that there is no good grievance settlement system in the organization.
18. As an employee, are you satisfied the company’s overall performance?
RESPONSE NO: OF % OF
M.E.S.COLLEGE, MARAMPALLY 51
RESPONDENTS RESPONDENTS
YES 33 66
NO 27 34
SATISFACTION WITH COMPANY'S PERFORMANCE
66%
34%
YESNO
66% of the employees are satisfied with company’s overall performance. Whereas, 34% of the employees are not at all satisfied with company’s overall performance.
19. As an employee how do you evaluate yourself?
M.E.S.COLLEGE, MARAMPALLY 52
RESPONSE NO: OF RESPONDENTS
% OF RESPONDENTS
ABOVE AVERAGE 20 40
AVERAGE 30 60
BELOW AVERAGE - -
SELF EVALUATION
40%
60%
ABOVE AVERAGEAVERAGE
40% of the employees view themselves as above average workers and 60% of the employees evaluated as average workers. There is below no average group in the organization
20. If you are an above average employee, please list out your qualities that makes you good?
M.E.S.COLLEGE, MARAMPALLY 53
Commitment towards the work Good mentality Punctuality Good rapport with co-workers
These are the qualities pointed out by above average workers.
21. Could you please suggest some measures to improve your performance if necessary?
M.E.S.COLLEGE, MARAMPALLY 54
Provide proper training. Give proper respect to the workers. Create good organizational climate. Modify interval schedule.
These are suggestions put forward form the part of employees for improving their performance.
FINDINGS
Major findings of the study are discussed below:
M.E.S.COLLEGE, MARAMPALLY 55
1. To understand the effectiveness in the utilization of manpower in
Alampally Brothers Ltd.
From the survey conducted among employees, it has been
found that the organization failed to tap out the full potential of the
employees. Some employee’s performance (about 57%) is not coinciding
with superior’s expectations. This may be due to lack of effective
training. A group of employees are not able to put their efforts in the right
and efficient manner. This may be due to poor guidance from the part of
superiors and poor rapport between the employer and the employee.
2. To know whether the employees are satisfied with their job or not.
70% of the employees are satisfied with their job in the
organization. Their satisfaction with the working conditions and good
relationship with the employer enhance their satisfaction towards the job.
They remarked that organization is giving due proper consideration to
workers while framing their HR policies. Besides this, few employees
(30%) are not satisfied with their job. This may be because of wrong
posting. That means employee’s academic qualification does not truly fit
the job.
3. To find out the impact of under utilization of manpower.
M.E.S.COLLEGE, MARAMPALLY 56
Under utilization of manpower result in lower
productivity which in turn result in reduced profits. Thus under utilization
of manpower will negatively affect the overall performance of the
organization.
4. To find out the reasons for under utilization of manpower.
From the survey conducted, it is also found that
employee’s personal problems are negatively affecting their work.
Employees fail to pay their complete attention in the job. There is no
employee counseling in the organization. Some employees (48%) are not
satisfied with the interval provided by the organization. They said that
interval is not enough them to get recharged. 36% of the employees are
not at all happy with the grievance settlement system of the organization.
5. To suggest solutions for under utilization of manpower.
Under utilization of manpower is a major cause for
organization’s under growth. Manpower can be utilized better if the
organization conducts effective training and orientation classes for the
employees. The organization must modify its interval schedule so that
workers get enough time to get recharged. Organization must introduce
employee counseling program to solve the personal or psychological
problems of the employees.
SUGGESTIONS
M.E.S.COLLEGE, MARAMPALLY 57
The main problem that prevails in the company is improper
utilization of manpower that affects the company’s overall performance.
In this chapter, some suggestions are put forward for the effective
utilization of manpower in the organization.
The company should provide effective training classes to the
employees in order to bring out their full potentials. Poor skilled labours
must be filtered out and special orientation programs should be given to
them.
Company must conduct manpower planning to fix the right
number of employees in the right job and in the right time. The company
must pay attention to the educational qualification of the employees while
posting for the job.
The grievance settlement system of the company must be
periodically revised and should ensure its good functioning. The company
must keep on enquiring about the employees’ problems and try to resolve
those difficulties.
The interval schedule of the company must be modified in
accordance the worker’s wish and whim so that they will get sufficient
time to get relaxed and to perform work in an efficient way.
The company must introduce employee counseling program
in order to help the mentally weak employees and to solve their personal
as well as psychological problems. This will helps to bring out the full
potential of the employees.
CONCLUSION
M.E.S.COLLEGE, MARAMPALLY 58
Good and efficient manpower is the real asset of every
organization. Its nothing but quality of manpower present in the company
decides organization’s success. Treatment of human resource is not a
simple task like treatment of other physical resources such as machines
and money. Company must schedule its activities in tune with human
resource exist there.
Employees’ performance depends up on so many
factors. Some employees may look for good working conditions for better
performance While, some others ask for improvement in intervals to
show their good performance. In that way, human minds are all totally
different. Company should take necessary measures in order to tackle
these differences. Optimum manpower utilization can be achieved when
it is possible to schedule more work than men available.
QUESTIONNAIREMANPOWER UTILIZATION IN ALAMPALLY BROTHERS Ltd,
N.A.D.
M.E.S.COLLEGE, MARAMPALLY 59
DEPARTMENT:
JOB DESIGNATION:
EDUCATIONAL QUALIFICATION:
1. Do you work overtime when it is essential?
Yes No
2. Are you satisfied with your job in the organization?
Yes No
3. Do you think that your educational qualification truly fits your job?
Yes No
4. Does your organization conduct training programs to improve your performance?
Yes No
5. If yes, are you satisfied with those programs?
Yes No
6. Do you think that your potentials are fully being utilized by your organization?
Yes No
7. Whether your organization has manpower planning?
Yes No
8. Whether your organization has positive working conditions?
Yes No
9. Does your performance reach up to the expectations of your superior?
M.E.S.COLLEGE, MARAMPALLY 60
Yes No
10. Have you ever feel that your work load is beyond bearable?
Yes No
11. Are you being continuously scolded by your superior for not completing work in time?
Yes No
12. Do you think that time allotted to close up a task is enough or not?
Yes No
13. Whether your personal problems ever hinder your performance?
Yes No
14. Whether your organization have employee counseling?
Yes No
15. Whether the interval provided by the company is sufficient or not?
Yes ` No
16. Are you satisfied with superior’s guidance?
Yes No
17. Does your company have good grievance settlement system?
Yes No
M.E.S.COLLEGE, MARAMPALLY 61
18. As an employee, are you satisfied with company’s overall performance?
Yes No`
19. As an employee, how do you evaluate yourself?
Below Average Average
Above average
20. If you are an above average employee, please list out the qualities that makes you good?……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
21. Could you please suggest some measures to improve your performance, if necessary?
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
BIBLIOGRAPHY
M.E.S.COLLEGE, MARAMPALLY 62
BOOKS
1. T.N. Chhabra. Human Resource Management. Delhi: Dhanpat Rai and Co, 2005. 2. Kumar M.C Dileep and Vineet K.M. Research Methodology. New Delhi: Kalyani Publishers, 2010 3. Pattanayak, Biswajeet. Human Resource Management. New Delhi: Prentice Hall Of India, 2008.
WEBSITES
1. http://en.wikipedia.org/wiki/Human Resource Management
2. http://www.chrmglobal.com/Replies/1680/1/Manpower planning.html
3. http://albros.in/products.html
4. http://leninist.biz/
M.E.S.COLLEGE, MARAMPALLY 63